It is promising to see recognition within the NHS Long Term Plan that volunteers contribute to high quality care, and that there are a myriad of ways in which they make this contribution. Volunteers within the NHS have a significant role in promoting improved health outcomes within the community, and providing support in out of hospital and hospital environments. There is even more that volunteers can achieve within the NHS, and with the publication of the Long Term Plan, the NHS should now renew its focus on what roles volunteers undertake, and broaden its approach when creating volunteer roles.
The Association of Volunteer Managers (AVM) takes the view that the number of volunteers is less important than the quality of the volunteering experience. Numbers of active volunteers is an important marker for any organisation, but consideration should be given to the outcomes volunteers achieve for the NHS, and the positive personal impact of volunteering on health, wellbeing and resilience.
It’s key to recognise that volunteering is not the core activity of the NHS; it exists to support the core service functions, and alongside the capacity issues many NHS organisations face, creating the right environment for volunteering to flourish can be challenging. The volunteer / organisational relationship is very distinct from the employee / employer relationship and requires a particular skill set. The volunteer manager’s required skill set is the same regardless of sector. Unfortunately many NHS organisations work in isolation developing volunteer-focussed services, and successful collaborations would benefit many more patients, across age groups and social demographics.
For this reason volunteer managers in the NHS could learn from successful programmes run by charities. For over a decade, the Association of Volunteer Managers has been committed to sharing knowledge with volunteer managers regardless of sector. Learning events are matched to current climates, and our 2019 line up of events will include more introspection of public service – encouraging public sector volunteer managers, volunteer managers who support publicly funded projects and other volunteer managers to learn together. We’re also creating events to examine the triangle of support between volunteers, service users and carers.
Our membership is as diverse as volunteering itself, and includes public, third and private sector organisations. As we reflect on the impact of the Long Term Plan, NHS organisations with volunteers or those who would like to start programmes should consider joining well-established support networks such as the Association of Volunteer Managers to gain from the experiences of our members.
I was recently discussing with a friend the complex demands we volunteering professionals find ourselves under, I am sure you will be familiar with some or all of these.
Juggling the various aspects of our day to day roles whilst trying to keep abreast of changing trends
Attempting to meet the many and diverse needs of the volunteers that we support
Finding new, creative and collaborative ways to engage people in our mission
Trying to secure support and/or funding for our work
Like many people outside the profession she was surprised by these insights and genuinely interested to know how I managed to make time for myself, my family, and look after my own wellbeing in the midst of all of this. I confessed that the latter had somewhat lapsed towards the end of last year and that I was aiming to get back on track. I also admitted it is an ongoing challenge for me and many people I know in our area of work.
She smiled knowingly and said what you need to remember is ‘Love thy neighbour’.
No, not the rather cringe worthy 70s sitcom but the second commandment* ‘Thou shalt love thy neighbour as thyself’. I was rather puzzled as to the relevance of her comment so I asked her to explain how this would help. She said very simply, if I am supposed to love my neighbour the same way I love myself, then I need to do a good job of loving me. I need to take good care of myself – eat well, sleep well, exercise, and rest and recharge my batteries when needed. For me, whether you’re religious or not this makes a whole lot of sense.
If I do a rubbish job of loving myself how I can possibly do a good job of loving and looking after others?
We hear a lot in the media about volunteering being a positive force for mental health and wellbeing but less about the challenges for people supporting and leading volunteers in an increasingly complex environment.
There are some enlightened companies that are now enabling their employees to stay healthy and supporting them to move through challenges when they occur. New initiatives include mental health first aiders, adjustments for women experiencing the menopause and more equitable sharing of parental duties, to name but a few.
So whilst we know that volunteer management has an additional layer of emotional complexity, thanks to the University of Leicester researchers and the National Trust, it still feels like the voluntary sector is lagging behind. We may have great awareness and good intentions but it’s the small simple actions on the ground, which can make a huge difference that seem to be missing.
Are we genuinely encouraging a culture where we talk about not just the practical but the emotional demands of the work we do?
Do we talk with colleagues about good self care, maintaining our resilience and making time for this to happen?
Is it ok to admit you are feeling a bit overwhelmed and ask for support, and if you do what response will you get?
Good self-care starts with the individual but if we are consistently working in an environment where eating on the move, skipping breaks, staying late and where going above and beyond is the norm then the underlying message is that self-care isn’t a priority no matter what the policy statement says.
I don’t profess to have all the answers, but I do want to open up the conversation……
What are you doing this year to take care of yourself? – (I‘m learning to Zentangle)
How are you and your team looking out for each other?
What one small thing could your organisation do to support and empower you to love yourself just a little bit more?
There has been much talk about diversity and inclusion in the third sector and recently a lot of conferences and workshops and yet it seems we are still way behind the corporate world in both investment and results. A brilliant, honest observation and challenge made by Dr Helen Timbrell at the recent AVM ‘Walk this way: diversity in volunteering’ conference.
The thing that made this conference different was the invite list. AVM and AVECO worked together with their sponsors (Jump, Sport England, National Trust and Cancer Research UK) to invite both CEOs and Heads of Volunteering from charities, to come along together to think and talk about the way forwards. Matt Hyde our CEO at The Scouts and I attended, along with one of our Senior Volunteers Kester Sharpe (Deputy UK Chief Commissioner), knowing that although we were already planning on investing in this area there was still much to discuss and learn… and we certainly weren’t disappointed.
A packed agenda covering recent research, the opportunities and challenges from different organisations perspectives around the importance of leadership and investment meant there really was something of value for all shapes and sizes of charity.
As well as an inspiring start to the day led by Gus O’Donnell who highlighted the importance of the impact of wellbeing in communities as a measure there were many other ‘takeaways’ … A few of mine…
The socio economic bias
This is an area particularly important to us at The Scouts, as we embark on work to extend our reach and attract volunteers and young people from under-represented communities, was the research presented by Will Watt, from Jump Projects. Will gave a passionate and pragmatic summary of their research on in this area ‘A Bit Rich’. This really made the audience consider how volunteering is biased towards higher socio economic groups and the different motivations and barriers for different minority ethnic groups. If we are serious about attracting volunteers from different backgrounds and new communities to those we are currently serving then we need to challenge our own ‘ask’ of our volunteers and how our recruitment and appointment systems operate to be truly attractive and inclusive.
Who asks is important
I have also gone away considering…Who is doing the ‘ask’? Are we investing time and effort in bringing our existing teams along this journey to ensure that those who are our front facing team are advocates for diversity and inclusion….and are we even present in the areas we are hoping to attract volunteers from? Salma Perveen, Youth & Volunteering Development Officer at St John Ambulance, gave a genuine and touching account of her experience of becoming a volunteer ,and she told us that the most important part for her was not being made to feel different but being made to feel a part of the team: ‘volunteering felt like home’. We need to make sure that is the experience for all new volunteers.
Inclusion starts at the top
Finally but probably the most powerful messages for me came from Hilary McGrady, Director General of the National Trust, in her compelling and heartfelt address. Her key message was that you have to start at the top: leadership is key as is investment, believing and being bold. Hilary shared the Trust’s story of the last few years where they have strived to change the perception that their places are only for a certain demographic and are in fact somewhere everybody should feel welcome. Hilary shared the leadership journey that goes with such a bold drive for change including the investment required, the commitment needed from the very top of the organisation and the disruption that is sometimes needed to change mind-sets but the most important part is the belief that Diversity & Inclusion is simply about being an organisation that everyone wants to be a part of and where everyone is welcome to be.
An inspiring day that will hopefully lead to many conversations and a step change in an area that has become somewhat of a ‘Groundhog Day’.
Putting this into action
At The Scouts we are committed to being bold, we plan to invest in more staff resource and external expertise to build on and drive our work further in this area. We will strive to achieve our goals to increase the diversity of our teams, recruit volunteer’s, staff and young people from more diverse backgrounds and remove barriers to participation. So in short, if we want to stop the ‘D&I Groundhog Day’ it’s up to us to take the lead, use the research to make the case and ask our organisation’s to be bold, invest and start ‘walking the talk on diversity’.
Donna Bennett is Head of Volunteering for The Scouts with responsibility for Volunteer Journey Transformation, Growth and Volunteer Line Manager Support. The Scouts have over 160,000 volunteers that support the delivery of Skills for Life for nearly 500,000 young people, Scouts is in its 13th year of consecutive growth and has 50,000 young people waiting to join. The team Donna leads has 60 development officers in the field opening new Scouting provisions across England to meet demand and support new provision in new communities. Donna is also building a new team to design and deliver the change programme that will transform the volunteer journey to recruit more volunteers from more diverse backgrounds so even more young people can gain skills for life.
Previously Donna was the Director of Youth and Volunteering for St. John Ambulance where she led the transformation of the organisations volunteer recruitment and induction programmes.
AVM Chair Ruth Leonard’s response to NCVO’s ‘Time Well Spent’
There seems to be plenty of research telling us who does what in terms of giving time; but less about the why – and indeed the why not, so NCVO’s latest report ‘Time Well Spent: A National Survey on the Volunteering Experience’ really fills a gap. Beginning to explore the role that volunteer management plays in the overall experience is an exciting start as well!
Empowerment not management
Empowering people to make a difference in their local communities and bring about change using their skills and assets is why I am excited and passionate about volunteer management. Volunteering today is really becoming embedded in thinking about how services are delivered; including within the statutory sector. It is interesting to see within this research some differentiation between which sectors volunteers give their time to – and therefore where we can learn from each other. AVM is an organisation which supports anyone who involves volunteers, from all sectors and disciplines in order to learn, share and connect.
I believe that involving volunteers is so much more than about saving money, and that even if an organisation had all the money necessary to deliver their services they should still want to involve volunteers – because of real benefit they bring. These include:
Engaging with local community: extending an organisation’s reach and relevance
Making a difference to service users: research shows us that people are more likely to believe what they are told by a peer or volunteer than by an employee or professional
Being objective decision makers: which adds credibility to an organisation’s stance.
Specialism and focus
One of the other aspects for me is volunteers’ ability to specialise and focus; but at the same time being able to innovate and experiment. I was interested to see that volunteers themselves don’t necessarily feel that they have the opportunity to be able to do this, with over one in six reporting that they have skills and experience which they’d like to use in volunteering that they’re not currently using.
Whilst this is clearly not a large number it seems statistically worth considering from a volunteer management point of view, so that we can ensure that volunteers are able to give in a meaningful way which also meets their personal needs. People-powered services should be exactly that – powered by people not by systems or processes.
Unpaid work or service – helping people who are ‘less fortunate’
Activism – mutual aid such as self help groups and campaigning
Serious leisure – such as in the arts and culture and sports fields.
I suspect that we are culturally used to viewing people giving their time through the first lens; what we might think of ‘traditional volunteering’, generally limited to predetermined functions and selected for specific tasks; but to do so would mean that we are moving away from people’s motivations and interests and merely valuing the transactional and that which is carried out through an organisation – which I think could be a barrier to those people who come forward because they want to just do something
There is a wide spectrum of reasons for giving time, energy and experience and people do so in many ways – including to a variety of sectors as well as to none. Boundaries are being increasingly blurred between the sectors – state, charities and private – and those who want to do something to make a difference want to do just that; so it is our responsibility to help facilitate that as much as possible.
Bringing groups and organisations together in a whole system response will provide a better, more impactful outcome and also tap into the motivations and assets of the wider community in a way which can make change more sustainable.
Enjoyment should not be underrated
And this is important; one of the things we know about people who choose to give their time is that they want to be involved in something where they can have real impact and make a difference; and this report shows that is important for 90% of those who volunteer – although “I enjoy it” comes out top reason with 93%. Volunteering demographics and expectations are changing – with the older volunteers now coming from the Baby Boomer generation more used to being self-directive and in charge then their traditional, dutiful stalwart parents. In fact this report refers to research about over-committed volunteers feeling overburdened and burnt out.
Younger people are being encouraged to play a more active part in society. Both groups are keen to shape their experiences and are adept at building new services which transform lives because they are rooted in how people really think. To quote the report, we need to be providing opportunities that resonate with people’s own lives and motivations and ensure they can shape the way they get involved. This, I believe is central to ensuring people can make the difference they want to – and which can make the difference to the organisation with which they’re involved.
Volunteer management and volunteer satisfaction
I am, unsurprisingly, particularly interested in the thoughts about how volunteer management affected people’s experience in giving time. It is testament to volunteer management in its broadest sense that satisfaction with volunteering is high, with this research showing that 96% of those currently giving time are fairly or very satisfied but I don’t think we can be too self-congratulatory.
We know that heuristics such as confirmation bias can affect how people respond; and the fact that the research shows that those who have spent longer away from volunteering may be less inclined to return to it does possibly demonstrate this, with the more recently involved they have been the more likely they are to be open to encouragement; so I think it is important that we all consider how we – as a movement – stay in touch with people and keep them engaged and potential opportunities engaging.
And even with this high degree of satisfaction the research shows that over a third (35%) of the volunteer respondents think their volunteering could be better organised and around a quarter (24%) that there is too much bureaucracy. This gives leaders of volunteering something to consider – especially as, the research points out, this is something which came up in the ‘Helping Out’ survey 12 years ago. How do we ensure the necessary and relevant structure without impeding the volunteer journey and experience?
Volunteer management: it’s not HR
One way is to be clearer about where volunteer management is different from HR. Particularly as another concern from nearly a fifth (19%) of the respondents is that volunteering is becoming too much like ‘paid work’, volunteer management needs to be less about telling and more enabling and encouraging flexibility.
Volunteer managers – which means everyone who works with volunteers not just those staff members with that term in their job title – need to be developing skills at mobilising social action; and this is something which should be built into the supporting infrastructure. We owe it to our volunteers – giving their time, energy and experience – to make this gift as effective as possible. We need to recognise and enable the deep connection people feel with volunteering and the complexity of its impact on their lives through developing and supporting them – and their managers – by means of community engagement and empowerment.
The real question leaders of volunteers need to ask is whether we have created a space for enabling genuine inclusion and involvement in our programmes. In order to achieve this, new processes should to be embedded in existing systems.
A key element of this infrastructure, I would argue, is having well-trained and well-supported people to provide the day to day volunteer management, whether paid or unpaid. We are all familiar with the well-deserved accolade of volunteers to our organisations – and indeed the sector as a whole. But in order to enable volunteers to offer the greatest value and in order to ensure that there is equity offered to everyone who wants to give time to us, we need to recognise that Volunteer Managers matter as well.
Keeping a balance between an efficient, supportive volunteer programme with a responsive and adaptable relationship carries all the way though a volunteer journey. Volunteers need to be supported once they’re involved, in a way that is meaningful to them and meets their changing needs. Organisations which involve volunteers have to reflect on the importance of putting resources into their volunteering programmes, including equipping those who work with our volunteers.
Leaders of volunteers are part of the solution
We may not be part of the problem but this does not make us actively part of the solution and I believe that our role as volunteer managers is to ensure we are just that, working together with volunteers to meet the needs of the organisation through their own skills.
This includes ensuring that leaders of volunteers feel confident and competent at managing some of the conversations with senior stakeholder around risk and developing the ability to cede some of their authority to enable people with something to offer to be able to do so in a meaningful way. Part of this should be looking at how volunteers can fully be involved and feel that they are able to influence the organisation; something which, this research shows, happens less for those who are managed by a paid coordinator.
Empowering everyone who works with volunteers – people giving their time – to feel confident in their abilities and knowledgeable about how to work with an individual’s and community’s existing assets is essential – and this is why this research is so important For me, volunteer management is the platform that enables people giving their time to be engaged, supported and motivated – and ensuring that volunteer management is recognised as a skill and a valued profession is essential to the continued flourishing of volunteers and indeed volunteering.
In a role that is predominately about supporting others, it’s easy to forget about your own needs.
Managing volunteers can be extremely rewarding, yet it is a complex role with many challenging aspects. Whether you are brand new to it or have years of experience to draw from, there will be times when your resolve is tested and your capacity to deal with people and respond positively to situations becomes depleted. Our workplaces are potentially one of our main sources of stress, as doing more with less becomes the rule rather than the exception.
Leading and managing volunteers is a role that requires energy, vision and commitment and a sense of determination as you are continuously influencing, organising, creating, delivering and problem solving. When it works well -it’s brilliant.
However, this is the kind of work that tends to be more than just a job. It can be something you care deeply about and become emotionally invested in. For some it is a vocation, a profession or a calling; and while this can build you up, it can also make you vulnerable.
You can’t do your best work if you don’t feel at your best
So, how can you manage an increasing workload and still feel at your best? How do we work through uncertainty and continuous change, and manage the constant demands of others? What we need is to explore ways we can become more resourceful, more resilient and more responsive to what’s happening within and around us. Focusing on our wellbeing can help with this.
One definition describes wellbeing as “the condition of being contented, happy or successful”. This is quite a broad explanation and open to interpretation in terms of individual and personal meaning. But maybe that’s the point? These words need further exploration before we can make use of them and apply them to ourselves, and to our individual needs and circumstances.
We would suggest it’s also about giving consideration to how we feel, how we are thinking and how we evaluate what’s happening for us at any time, and what we choose to do about that. There is no ‘one size fits all’ approach to this.
At 3B we support people to become more resourceful with their wellbeing and to help them find what works for them. We provide tools and strategies for managing ourselves, focusing on reducing and preventing stress and the feeling of overwhelm, rather than waiting until we are almost at breaking point before taking action. What we see happening in workplaces, and what we hear from our clients, is that there is an increased awareness of the importance of wellbeing, both within their personal and their work lives. However, because there is a challenge in defining it, as a result there is a difficulty in prioritising it, making it hard to build it into our every day routine. What we tend to do is hold on until we are feeling completely frazzled and burnt out before addressing our wellbeing needs, meaning that we are frequently on the back-foot and trying to catch up with replenishing our resources.
You owe it to yourself to feel at your best so you can do your best work
The good news is that there are lots of things you can do to help with this.
In order for you to become more resourceful, more resilient and more responsive to your own wellbeing, you need to understand more about you! To reflect on what makes you tick – what motivates you and what drains you. To discover where and how to replenish your energy and identify what you need. To learn about your pressure points and your negative triggers and how to pick yourself up after a set back. To identify strategies for keeping things going for others while making sure you get what you need at the same time. To learn about yourself so you know exactly what resources you need to draw on, and where and how you can get them.
Historically, we have focused more on health and fitness for our bodies, hoping that this will also impact positively on our minds. And while it definitely can, it’s not always guaranteed to have a long lasting effect, and it may not directly address what’s happening for us emotionally and mentally, which in turn can impact upon us physically. Our mind and bodies are interlinked and it’s just as important to focus on our mental wellbeing as it is to work on our physical health.
Make 2019 the year of your wellbeing
Starting a new calendar year can spur us on to address how we approach our wellbeing. Traditionally, it’s a time for setting goals, trying out new routines or making changes within our lives. The tendency however is to aim too big, often resulting in short-lived changes or non-starts, leaving us feeling demotivated and forcing us back into our default settings.
The reason? Usually, it’s because we are placing our focus in the wrong place – outside of ourselves rather than inside.
So, rather than setting big goals for 2019, why not make it a year for simply focusing on your wellbeing and understanding what that means for you? AVM’s Ways to wellbeing and productivity for volunteer managers event on February 21st is dedicated to this theme and can support you to take some important steps towards your own wellbeing.
Take some time out to reconnect with yourself, enabling you to reconnect with your role and your sense of purpose about your work. Get to know yourself better, so you can do more of what feels right for you.
Sue has worked with individuals and organisations locally, regionally and nationally in the UK and overseas, specialising in volunteer management, coaching and facilitation. Together with 3B Co-founder Claire Ross, she delivers workshops, events and 1-1 coaching focusing on wellbeing and resourcefulness – supporting people to expand their possibilities and transform their thinking, enabling more of those lightbulb moments.
AVM welcomes the recent announcement of #bethehelpforce, a partnership between Helpforce and the Daily Mail, encouraging more people to volunteer their time in the NHS in 2019. AVM believes in the power of volunteering to make a difference, not only to patients, but also to volunteers themselves, and every day we hear their incredible stories.
However, AVM is clear that volunteering should not be a replacement for fully funded public services. Staff and volunteers offer different support to the NHS due to a different working relationship. Every day volunteers of all ages and backgrounds make a huge contribution by giving their time, skills and experience to support the NHS. The real value of these volunteers is the extra value they bring on top of the care and support provided by hard working nurses, doctors and other NHS staff. Volunteers have the time to provide companionship to patients that clinical staff do not have.
While AVM welcomes this initiative, we want to stress that volunteering is not free, and that resources need to be in place to support increased volunteering. This includes volunteer managers who can provide the training and support to volunteers, rather than adding these responsibilities to already stretched clinical staff.
Futurology: The UK trends that may impact Volunteering by 2030
Tiger de Souza, Director (Volunteering, Participation & Inclusion), National Trust
Getting past Groundhog Day: Why our leadership needs to change the conversations we’re having about volunteering
Helen Timbrell, People and Organisational Development Consultant
Putting Volunteering at Our Heart: England Athletics Strategy
Chris Jones, CEO, England Athletics
Organisational Values and Volunteering
Anne-Marie Zaritsky, Head of Volunteering, Mencap & Sara Sheard, Deputy People Director, Mencap
Organisational values and volunteers – to be lived, not laminated
Mencap has gone through an organisational wide cultural change in the last few years, including the development of a new set of values. We will share how we have translated these values and new ways of working to both employees and volunteers, discussing our success and challenges along the way, and the impact this has had.
We will share some of the tools we’ve developed, and how values can play a key part in the volunteer journey, from recruitment through to recoginition.
Particpants will then have the opportunity to reflect on their own organisational values; are they relevant to volunteers? Do your volunteers know what they are and why you have them? How do values translate into behaviours? How can working towards a shared set of values impact on culture and strategy? What is the role of the volunteer manager in this?
So you think you want a volunteer management system?
Wendy Halley, (previously Programme Manager – Volunteering Systems & Processes, Save the Children)
What you need to know if you’re thinking of getting a new volunteer database. A non-tech overview of what to consider and prepare before taking your first step.
Spreadsheets and Access databases just don’t cut it anymore. The volunteers of tomorrow, and many of today’s too, want to interact online. The benefits of a good volunteer management system are mind-blowing. How’s seven minutes to get back a reference without doing any work at all?! But there’s a lot more to it than just buying a system. In this workshop we’ll look at the steps you’ll need to go through, the questions you need to ask and the ones you’ll need to answer.
From the initial idea, to the business case and making the arguments internally (often the biggest hurdle), we’ll consider the less obvious issues that you could come up against throughout the entire process from proposal to implementation.
We’ll not be looking at all the solutions on the market but you’ll get information and guidance, from the experience of two implementations, to be more prepared if you choose to go down this exciting route.
Building confidence for volunteers with support needs
Fleur Donnelly-Jackson, Volunteers Manager, and Walney Virgilio, Volunteers Coordinator, Tate Britain & Tate Modern
Develop an understanding of the Social Model of Disability and learn from Tate’s experiences of supporting volunteers with learning difficulties, to become more confident in their volunteering and interacting with the public. Explore how you can make your volunteer opportunities accessible and inclusive, develop a support offer, and make appropriate adaptions. This will be an opportunity to hear about and share good practice/ experiences, and learn about how your organisation could improve opportunities for volunteers with learning disabilities. We will also try out some theatre games, drawn from the theories of Augusto Boal!
Research partnerships- volunteering and academia working together
Geoff Nichols, University of Sheffield and Sports Volunteering Research Network (SVRN) (workshop)
How Volunteer Organisations link with Academic Institutions to achieve Research
The workshop will describe ways in which managers and academics can work together on research. Practical examples will be provided including: student dissertations, student group projects; university funded research; contracted research and guest speakers on courses. The examples illustrate the practical details of setting this up and meeting the needs of the stakeholders: managers, students and academics. The examples will be followed by participants identifying their own research projects and ways they might be delivered. The session will include details of organisations through which academics can be contacted.
Wake Up! The Surprising Truth about What Drives Stress and How We All Can Build Resilience Incorporating one of many techniques: Mindfulness
We will explore a new proven approach for dealing with stress. There is a new approach to dealing with stress and building resilience that a few wise people have known about for a long time; it’s time more people did. You will be introduced to the research of Dr. Derek Roger, one of the world’s leading researchers on stress and resilience. The goal of the session is to convince you that there is no such thing as a stressful job or stressful situation. You will learn “the key” to enduring resilience and learn to do something you probably haven’t fully done for a long time – wake up. We will explore mindfulness as a highly effective technique to helping you stay awake and defining for yourselves a stress-free life.
How to have difficult conversations
Mandy Rutter, Psychologist and Organisational Consultant (workshop)
Difficult conversations are a significant part of managing employees, volunteers and strategies. We often want to avoid such conversations for fear of conflict, but we know that our credibility and performance will be effected if we don’t take our full responsibility. However, we rarely receive training on what to say and how to manage the inevitable emotional fall-out. Whether its challenging time-keeping, safety procedures, prejudice or inappropriate behaviour, this workshop will provide practical guidance on how to manage the conversation. We will explore the psychological processes involved in conflict and offer a model of communication that helps managers to maintain flow and focus during emotionally challenging conversations.
In our fast-changing and interconnected world, organisations feel the need for leadership more than ever. As a result, managers get a lot of advice on how to be more effective leaders. We will explore the challenges leaders face, define what effective leadership is, explore how leaders can improve and look at a targeted approach to lead with impact.
Rethinking the Data We Collect, GDPR and beyond
Tony Goodrow, CEO, Better Impact
The GDPR has forced us to look at data collection in a whole new way. And although it has caused us all a significant amount of new work in our busy lives, I think that in the end, everyone, including Leaders of Volunteers, will be better off for it. This workshop is divided into three segments. The first is taking a look at what the DGPR means in layman’s terms and seeks to demystify it.
The second segment looks a specific examples of how data collection and holding practices called for under GRPR influence overall better practices in volunteer management. These practices will have an effect on workflow efficiencies and an improvement in the volunteer experience.
The third segment is interactive look at what the workshop participants think of various pieces of data collection very common in the volunteer sector. Small groups will discuss how they think specific information should be handled in light of the first and second segments of the workshop and we’ll wrap up each example with a short full group discussion.
Eddy Hogg, Lecturer at the University of Kent’s Centre for Philanthropy, will be speaking about how organisations can best attract young volunteers from a wide range of social backgrounds at AVM’s Volunteering’s impact on the community on 28 November.
I write this during #iWillWeek. A week which celebrates young people and the impact they have on the communities and causes they care about. But do all young people have the same opportunities to volunteer? To make a difference to things that matter to them?
Young volunteering approaches
We know that there is a relationship between social class and volunteering. What we don’t know is at what age and why the engagement gap emerges. We need to.
Government policies and the activities of volunteer managers on the ground often seek to encourage young people to volunteer. Policy is focused on widening participation to include under-represented groups. In recent years, National Citizen Service, which includes a ‘social action project’, has come to dominate central government’s youth work spending.
Getting policy and practice right is important. Investing resources effectively in encouraging young people to volunteer is likely to have an impact long beyond youth and young adulthood. If we want people from all backgrounds – not just more advantaged groups – to be able to access the benefits of volunteering, we need to understand how best to do this. For volunteer managers, knowing where best to focus their efforts to harness both short- and long-term volunteering commitment is invaluable.
Our research findings
Research by me and Rob de Vries finds a clear relationship between socio-economic advantage and volunteering by young people, but one that is far from straightforward. During Key Stage 3, when the role of school as a route into volunteering is strong for all socio-economic groups, we find little difference in engagement between young people from different backgrounds.
The role that schools play in encouraging children to volunteer gets smaller in Key Stages 4 and 5, as exam and other pressures loom larger. At this stage community groups and organisations become more significant as a pathway to engagement and socio-economic differences reappear. This matters. The patterns established at this time persist throughout adulthood.
The role of schools
This makes the role of schools – and the organisations who work with schools – vital. They are the most egalitarian way for volunteer managers and volunteer involving organisations to access a range of young people and encourage them to take part in volunteering opportunities. When this is left to community groups and organisations, we see clear class differences in who engages. This is regardless of the best intentions of volunteer managers.
We therefore argue those who seek to get more young people volunteering should focus their energies on working with schools to access and attract young people. The encouragement and support which eliminates significant socio-economic differences in Key Stage 3 should continue throughout young people’s school careers through to age 18.
Schools, and the volunteer managers and voluntary organisations who work with them, should also think about how they can encourage and support young people to continue volunteering post-18. This may mean community groups and organisations working in partnership with schools and each other to ensure that young people from all backgrounds – not just the most advantaged socio-economic groups – are aware of and feel comfortable in the kinds of organisations that can support a longer-term commitment to volunteering.
I’m delighted to be sharing my expertise at AVM’s November event, where I’ll be discussing how these recommendations can be put into practice. I hope to see you there, Tweet to @beardyeddy.
Does your success hinge on engaging young people or other communities?
Daniel Ingram, AVM Director, shares his thoughts on what this year’s International Volunteer Managers Day theme means for AVM, and leaders and managers of volunteers.
Time for change – what does that mean for you? We’re keen to hear about the change you think it is time for, so please take a few minutes to complete our short survey.
This year’s International Volunteer Managers Day call to action has me reflecting on the changes I’ve experienced as a volunteer manager, how AVM is changing, and which changes we need make to develop the profession we love.
I’ve been involved in volunteer engagement for over 10 years and a member of AVM for five of them. AVM was there when I took my first steps into strategic volunteer management, and it has been there through the ups and downs ever since.
This year change has been challenging. My role was made redundant in February and throughout this period of upheaval AVM members have been the rock I’ve clung on to. Whether that’s sharing their own redundancy story with me, putting me in touch with new opportunities, or just listening. You know who you are, thank you.
Ruth Leonard, Chair of AVM, explain’s AVM’s new vision and strategy.
Empowering people to make a difference in their local communities and bring about change using their skills and assets – this is why I have always been passionate about volunteer management. To effectively facilitate and support initiatives and enable people to contribute effectively we must develop and provide the right structure. This includes well-trained and well-supported volunteer managers .
We are all familiar with the well-deserved accolade of volunteers to our organisation and the wider sector. We know that volunteers can only offer the greatest value and to ensure equity is offered to everyone who wants to give time to us when volunteer managers are working most effectively. Volunteer Managers matter as well. This sums up the ultimate aim of AVM.
Your board has prioritised developing AVM’s new strategy. I was immensely proud to launch it at our recent Annual General Meeting.
Our work began in October 2017 with an away day facilitated by Martin Farrell. Together we explored AVM’s beginnings, the experience of board members and the history of volunteer management as a profession. This demonstrated both the breadth of experience in the room and the powerful recognition that as a board we needed to do more for our members.
We identified three key themes requiring our concentration and focus:
Holding events outside London. This echoed our International Volunteer Managers Day 2017 survey. We achieved this in 2018, holding events in Bristol, Manchester and Stirling
Mentoring – this scheme is due to be launched early 2019, and will fulfil a very longstanding ambition of AVM
Extending our online outreach. Our L&D events are filmed and available to members on our website. We want to further extend our online presence
Our members must feel that AVM is their association. We are therefore developing opportunities to allow members to shape AVM
We need to better understand what our members require from us. The International Volunteer Managers Day 2017 was just the start of this feedback exercise. The 2018 survey will build on this.
We also need to know why some volunteer managers have not become members and address any gaps or barriers.
We will develop partnerships and networks across the sectors so that members are better supported and we can ensure the voice of volunteering is heard.
Our next step was introspective. We examined the context we were operating in. We reviewed our business model, our governance and organisational structure. We considered our achievements and the products and services we offer.
We recognised the need to create sub committees to support the operational elements of AVM. We already had successful conference and events committees but needed more. We’ve created a Business Development Committee and task and finish groups for specific projects including the mentoring scheme.
Our thoughts then turned to the future. We needed to articulate AVM’s core elements and ensure we continued to be relevant for our members over the coming years.
We spent time describing our vision of where AVM should be in 5 and 10 years. This was deliberately aspirational. Responses were both concrete and tangible, and also anarchic and controversial. The picture illustrates one board member’s wish that volunteer management had been something offered as a career when she was at school – and our desire that one day it will be.
We created several options describing our desired future which we then asked our membership to comment on and shape. The 120 responses received clearly demonstrated the interest people had in this conversation – and showed us gaps in the general understanding of AVM’s purpose.
A further and crucial project was to agree the activities necessary for AVM to achieve its vision. We created a MOSCoW grid – activities we Must, Should, Could and Wouldn’t be doing. This has proven invaluable in prioritising our work plan and provided a focus for our energy. I have been laughed at for whipping it out at every opportunity– but am incredibly proud of what we have created together!
The vision launched at our 2018 conference is: Connecting leaders of volunteering to make change happen together
And our accompanying mission statement: Our mission is to inspire and empower leaders of volunteering. We are a recognised community of leaders of volunteers, sharing expertise and support. We build this through the provision of engagement, resources and advocacy.
The key goals to achieve AVM’s vision and mission are:
Developing and growing our offer
Building participation and increased relevance to members
Developing as a profession
Representation and advocacy
It was also important to us that we identified the strategic enablers to complement our goals,
Communicating – We shall develop an effective 2 way communication mechanism for our members including updating our website and digital platforms
Partnerships – We recognise that AVM doesn’t exist in a vacuum and are keen to develop collaborative partnerships and networks across the sectors
Supporting decision making – Developing influencing up tools as advocacy support for volunteer managers advancing their cause in their workplaces
Collaborating with our members – Ensure increased opportunities to become further involved and also volunteer
Evidence based – Develop measurement tools and key performance indicators including for management information purposes
Future-focussed – Develop thought leadership around the future of volunteer management in order to future proof the profession
AVM is developing into a dynamic organisation with its members at its heart. I’d like to take this opportunity to encourage you to become more involved.
Volunteer managers, which for us means anyone who works with volunteers, need to develop their skills and confidence; and AVM exists to support this . We owe it to our volunteers – giving their time, energy and experience – to make this gift as effective as possible. Volunteer management is the platform that enables people giving their time to be engaged, supported and motivated. Ensuring that volunteer management is recognised as a skill and a valued profession is essential for volunteers to continue to flourish and indeed volunteering.
Ruth Leonard is Chair of AVM, and Head of Volunteering Development at Macmillan Cancer Support.